Why can’t sales and marketing just get along? It would be in everyone’s best interest if we could all just sit down, sing Kumbaya, and share our peace pipe! When you drill down into the complexities of each of their... Read More »
Author Archives for Craig Ferrara
About Craig Ferrara
Craig Ferrara is the Vice President of Client Operations for our sister company, AG Salesworks. He has extensive experience in the sales and teleprospecting process. Craig has been at AG Salesworks since 2003 and has successfully created and managed, demand generation programs and departments for over 400 B2B tech companies over that time.
Leading by example seems to be an obvious trait that we should all expect from our leadership. I’ve always found it all too common and difficult to relate to managers, peers, or even subordinates who are willing to offer advice on strategies (often unsolicited) when it seems that they rarely, if ever, follow their own words.
I’ve been interviewing sales development candidates for over 10 years now. As you can imagine, I’ve met just about every kind of aspiring sales reps out there. Over that time I’ve often caught myself seeking the same, obvious traits in people hoping to explore sales for the first time. Do they have the drive? Do they seem intelligent? Are they articulate? Can they think on their feet? How do they deal with adversity? Will they fit in with the team?
Your sales development team has heard it before: cold calling is not a walk in the park. Sometimes, it will seem like a monumental struggle, trudging through lists full of incorrect contacts and trying your best to influence influencers.
I think it’s safe to say that nearly everyone in the sales game had humble beginnings. Some of you may have had the fake bravado on the outside when you started, but on the inside, like me, you were probably scared out of your mind. I’ve found that many sales reps I’ve trained over the years experience call reluctance at the start of their sales development career. They are hesitant to pick up the phone because, despite hours of sales training, they never feel fully prepared.
Early on in my career I recognized that the strongest corporate cultures truly took the 'people-first' approach to heart. It seemed obvious to me that every company would adopt this approach but I have been unpleasantly surprised more than a few times. I always found it comical when other organizations I worked for, who didn't necessarily adopt that style, soon saw a backlash from their key players.
One of the most consistent themes I've seen with struggling marketing campaigns is inaccurate data. It has been, and continues to be, a thorn in the side of all inside sales and sales development reps. We all want to believe that the data we collect from trade shows, list vendors, webinars, and website visitors are all certified gold, but that isn't always the case.
When beginning a new teleprospecting campaign, we are tempted to judge it’s effectiveness solely by the number of qualified leads that are generated. Focusing only on the end results can cause us to lose sight of the valuable information that is obtained as a result of our prospecting efforts.
If you’ve been managing a team for over a year you’ve inevitably dealt with a struggling sales development rep who feels like they have all the answers, yet their performance doesn’t necessarily dictate that. The last thing you want to see is a glazed over look followed by a head bob when you’re asking them if the suggestions you’re putting out there make sense to them. Sure, they can TELL you they’re putting your suggestions into practice but you can never really know.
For the last 13 years I would argue that every single campaign we’ve run is different than the rest, very few are exactly alike. While there may be many similarities, we’re always faced with some kind of unique challenge. Believe me, the differences are something we’re passionate about taking on with everyone of our clients…otherwise we would have run for the hills long ago.
I’m sure there are many of us out there who’ve had those bosses that wanted you to feel as if you were their bestie. In reality you wouldn’t trust them as far you could throw ‘em. In the past, most of my superiors with a brain clearly saw the value in establishing trust with the folks they managed but rarely if ever, dedicated the time to make sure they were reinforcing that feeling with the team.
Some of the best sales reps I’ve worked with over the years all really know how to tell a good story. Starting out as a services company it has always been vital for our prospects to understand where we came from and how we landed here today. At the same time any solid sales rep worth their salt should be receptive to hearing their prospect’s story and why their company landed where they are today. Whether you’re offering a service or a product, it doesn’t really matter as long as you (the sales development rep) can see a natural blend and connection between what you are offering and where your prospect wants to be.
Look for these two traits in your next sales hire, and give them the mentorship and leadership they need to meet and exceed quota every time.
While manager traits vary, the best sales managers help their teams reach quota. Here are some ways to empower your sales development team to exceed quota.
How do you retain and engage sales development reps, when 64% of their time is currently wasted on administrative responsibilities around demand gen?
Craig Ferrara shows why it’s important to blend sales acceleration technology with the appropriate support for your sales development team.
Time management is consistently the biggest challenge for sales development and field sales reps. Adopt these CRM sales hacks to improve team productivity.
Has your company thought of these 3 ways to align B2B sales and marketing, eliminating confusion about how to handle marketing-qualified leads?